By harveyrobbins | March 24, 2009
Why Teams Don’t Work (Interactive Book), winner of the 1996 Financial Times/Booze Allen and Hamilton Global Business Book Award for the Americas, has been re-written and updated for 2009. This current version has been converted to an interactive book that contains audio interviews with the author and action planning pages. After each chapter the reader can type in notes about relevant information they want to remember and action plans they want to pursue. These note/action planning pages can be printed out for safekeeping and follow-up.
The content of Why Teams Don’t Work (Interactive Book) focuses strictly on the five drivers needed to create high performance teams and allows you to assess your existing team and create plans to improve team performance.
By harveyrobbins | May 28, 2008
I revised this article a year ago…and now it’s time once again to add some additional insigts to what motivates people. At the end of this article, I will add some additional thoughts that you will find useful as a leader in terms of how to motivate others…
Most people will chime in and say cash. But it isn’t that simple. Cash can be a feeble bond if working conditions are unhealthy or the work itself is unsavory. For skilled workers there must usually be something besides cash on the barrelhead – security, the feeling of being appreciated, being left alone, pleasant working conditions, time off to recoup.
For some people the best reward of all is the work itself – the challenge of an engaging job. For some it is the interaction with other skilled team members. For some it is the intellectual gratification of addressing and solving a knotty problem. Still, for many people, and many occasions, the best reward in a commercial enterprise is good old money. Read the rest of this entry »
By harveyrobbins | February 2, 2008
On November 15th, my colleague Rich Elwell and I addressed some of the leadership challenges of business leaders via a one hour Webinar called “Hidden Secrets of the Best Leaders.” Rich is a noted UK NLP Master Practitioner and High Performance Coach. We had a blast. Rich sounded very professional (he is British, after all) and I sounded…well…insane. Read the rest of this entry »
By harveyrobbins | November 6, 2007
The very best way to repair a broken bond of trust is to not let it break in the first place. If that is no longer an option, you have a long road ahead of you, winning people back to your confidence. The only way I know is to keep slogging. Tell the truth. Keep your promises. Be reliable. Rebuild your account using regular small deposits. It may take years of faithful, timely payments. Read the rest of this entry »
By harveyrobbins | November 4, 2007
There are four attitudes toward change, created by leaders, with which an organization can be managed. They run the gamut from maintaining control (Old Age management) to distributing control (New Age management). Four points can be designated to demark four attitudes about control. Read the rest of this entry »
By harveyrobbins | October 23, 2007
Organizations seeking the collaborative spirit of teams without the structural upheavals should consider attacking their existing non-collaborative culture hammer and tongs.
The way to create a collaborative atmosphere or “teaming environment” is neither mysterious nor expensive. You begin by sending a simple but unmistakable signal through the organization: you stop rewarding destructive, competitive, one-up behaviors, and you start rewarding group minded behaviors. Read the rest of this entry »
By harveyrobbins | October 22, 2007
There used to be only two schools of thought about increasing groups’ acceptance of change: Pummel and Pamper. Pummel’s attitude about what workers were feeling was basically: Who cares? Pamper went to the opposite extreme, taking responsibility for everything happening in the individual worker’s head. Read the rest of this entry »
By harveyrobbins | October 19, 2007
I frequently get calls asking about organizational culture. These questions usually arise from either a real or imagined crises resulting from some form of merger or acquisition. Whether between departments merging within a shrinking company or between companies joining forces, the issues are similar. Shouts of “I want everyone to be singing from the same page!” are heard echoing down executive corridors. Read the rest of this entry »
By harveyrobbins | October 18, 2007
The economy has stalled. Smaller companies are either being gobbled up or cobbled down. Larger companies are undergoing the largest merger-fest in U.S. history in order to stay globally competitive. Business strategies have been painfully twisted and squeezed to bolster the bottom lines of too many companies with too few customers. The result of all this chaos is a shifting of resources. Hundreds of thousands of people are finding themselves in new roles with new responsibilities in new or reorganized organizations. Those who have managed to survive the draining of human resources often find little time to grieve for lost coworkers. For now there is as much (or more) work to get done with fewer people. Read the rest of this entry »
By harveyrobbins | October 13, 2007
Setting Expectations: Before you, as a leader, can hold people accountable for outcomes, you have to let them know what success looks like and what you expect to see as a result of their efforts. This sound bite gives insights into the reason for the need to set the bar high, when to set them (progress checkpoints), what happens when you don’t set expectations, and how to keep them “real”. Read the rest of this entry »
By harveyrobbins | October 13, 2007
Motivation: You don’t have to do cartwheels down the hallway or have pom-poms hanging in your office to motivate people to get the outcomes you want. This sound bite gives you a quick and easy strategy to use to get people motivated “internally”. Hint: remember all those “to do” lists you complain about…but do? Read the rest of this entry »
By harveyrobbins | October 13, 2007
Accountability: One of the issues I hear about regularly from people in leadership roles is “how do I hold people accountable for outcomes”. This sound bite gives you an explanation for the two reasons people don’t do things and how to hold their feet to the fire to get the outcomes you require. Read the rest of this entry »
By harveyrobbins | September 24, 2007
There is nothing wrong with the idea of policies and procedures. But they should be guidelines, helpful ideas to turn to in time of doubt – not a needle’s eye to squeeze the actual corporation through. Read the rest of this entry »
By harveyrobbins | September 23, 2007
I’ve got some good news and some bad. The bad news is that we’re lost. The good news is that we’re making great time.
The point of this old saw is that team talent, efficiency, intelligence, and clout are pretty useless unless the team has some clue where it is going and how it is to contribute to the organization’s overall strategy for success. Read the rest of this entry »
By harveyrobbins | September 20, 2007
There is a difference between management and leadership. Management is a science, whereas leadership is closer to an art. Management is about the how of doing things, whereas leadership is subtler and has to do with the why.
The last thing I want to do is disparage management science. The truth is, one cannot be even a passable leader without management competence. Read the rest of this entry »